1. Compassion: Someone is either losing a job or getting more work — when they already feel overworked. Show compassion and appreciation for everyone impacted. Remember, you’re talking about someone’s livelihood.

2. Candor: The story behind why this change is being made must be crisp and paint a compelling business case. Fluff and spin have no place here. Remember, employees will be looking to executive leadership — you — for answers.

3. Clarity: Paint the vision for where the company is headed. The initial sting hurts. But, (most) survivors will get on board if they understand and believe your vision. Remember, jobs have been lost and workloads have ballooned. Overnight.

4. Confidence: Survivors need to believe you. They want to know that in your bones, you believe this change is the best thing for the company. Remember, confidence is not the same as arrogance; one attracts — the other detracts.

Cost-cutting measures should be communicated with care — whether it’s a right-sizing, restructuring, downsizing, or another corporate code word for layoffs. You can’t merge corporate cultures or right the financial ship without your survivors on board.